Program Handover Checklist

8/17/2019 Program Handover Checklist

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Programme Management Handover Checklist

CLARETY CONSULTN! CHEC"LST RICHARD C

Please refer to my post http://www.claretyconsulting.com/it/comments/free-programme-management-handover-checklist/

2007-05-22 efore using this checklist.

!heck "ist #ssumptions

♦ $oftware %ouse /!onsultancy managing a programme on ehalf of a customer

♦ "arge scale programme with udgets of &'0 million (

♦ )o component pro*ects have een completed.

Item # Criteria Yes No Comment

1 Performance History

1.2

What is your organisations experience in running programmesof this type and size in the past? Any programme close reports

/minutes /artefacts from these programmes available. Has the pasteperience been goo! an! if not "HY N$% Are these faults potentiallybeing repeate! in your programme% "hat can you !o to immuni&e yourprogramme against these potential failure points% Have these alrea!ybeen ta'en% (on)t repeat history. *emember+ ,If you !o -hat youal-ays !o+ you -ill get -hat you -ill al-ays get%. History !oes repeatitself

2 Check Contracts

2.1

What contracts /SOWs hae !een signed and agreed direct"y#ith the c"ient and #hat are in the progress of !eingdesigned /agreed$ Nee! to un!erstan! the !eal 0e! price /$3an! the ob4ectives of the programme from a baseline perspective. Also+

nee! to un!erstan! the 0nancial constraints an! penalties !etaile! inthese 'ey !ocuments. (o these !ocuments i!entify any 'ey paymentmilestones% $hese !ocuments are of last resort if all goes -rong in therunning of a programme in terms of protecting your employers balancesheet so !etaile! 'no-le!ge of these artefacts is 'ey.

2.2

Check a"" agreed third party contracts /SOWs S%&'s and thosethat are in the progress of !eing designed /agreed$ Nee! toun!erstan! the !eal 0e! price /$3 an! -hat these thir! parties aretargete! to !eliver. Nee! to 0n! out your employers 0nancialcommitment to these organisations going for-ar! an! their role in theprogramme. Also+ nee! un!erstan! the 0nancial constraints an!penalties !etaile! in these 'ey !ocuments. nce again these!ocuments of last resort if all goes -rong in the running of a

programme in terms of protecting your employers balance sheet sointermit 'no-le!ge of these artefacts is 'ey.

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2.5

&ssess a"" soft#are "icences /#arranties /support contracts andany in the pipe"ine for agreement( #hich are re"eant to theprogrammes !ene)t o!*ecties$ Ho- many users allo-e!+ rene-al!ates+ costs an! any issues associate! -ith this agreements.

+ ,inancia"s

5.1-oes the programme hae access to the c"ients .usiness Case?

5.2

What are the key !ene)ts the c"ient is "ooking for and ho# dothese re"ate to the contract in p"ace$ -o these a"ign and if O0 WH? 0his gap cou"d !e a potentia" source of additiona"reenue through increased scope for your programme$

5.5

3f you do not hae access to the c"ient's !usiness case do youhae an agreed programme "ee" !usiness case?

5.6

3dentify #hat is your organisations target margin$ "hat netpro0tability is your organisation hoping to ma'e at the en! of this !eal.

5.73dentify the presence of a )t for purpose time recording system

5.8

3s this time recording system kept up to date and if 4S ho#fre5uent"y is it updated and has the customer eer comp"aineda!out the !i""ing arising from this system$

5.9

Check to see that earned a"ue ana"ysis and stats !eingproduced at pro*ect "ee"? 3s it !eing ca"cu"ated consistent"y!et#een pro*ects?

5.:&ssess the presence of a programme !udgeting and monitoringprocess$

5.1;

Check the num!ers for current margin( !urn rate( forecast costfor the programmes comp"etion%

5.11

&ssess the )gures re"ating to speci)c pro*ects( identify those inthe red( and thus need specia" attention$ (eci!e an! plan -ith


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=.=

-oes the programme hae an agreed Programme .rief? "hatare the programmes !rivers in terms of or!er >uality+ $ime+ Cost+ an!?cope% Are these re@ecte! in the programme approach to !ate%

=.7-oes the programme hae an agreed Programme 7andate?

=.8

-oes the programme hae a communications p"an /strategy ;Ho- current is this plan an! ho- freuently is it up!ate!% "hat sourcesare use! to up!ate it% Are the sources reliable an! accurate B Chec' >Aau!it reports if present.

=.9

-oes the programme hae an agreed


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=.18

&s part of the persona" audit reie# "atest 5ua"ity managementaudit reports /programme p"ans and associated pro*ect p"ans$Chec' that these plans are of the correct uality bottomFup planne!an! are regularly up!ate! -ith full staO participation. &re the p"anrea"istic and achiea!"e in re"ation to current assumptions andrisk /issue pro)"es

=.19Change Contro" procedures?

=.1:

-oes the programme hae a change manager? Assess the change

process an! ho- it operates. Is it soun! an! !oes it conform to the uite important for version control an! eposure oftransparency to all sta'ehol!ers an! participants in the programme.

Stakeho"der 7anagement

6.1-oes the programme hae a senior "ee" c"ient sponsor?

6.2

3s this sponsor actie /participatie and capa!"e of proidingprogramme steer? "hen face! -ith issues that relate to client si!efailings an! errors+ is this person -illing an! able to motivateparticipating client teams to ta'e corrective action in or!er tomitigate /resolve such issues as they arise.

6.5

-oes the programme hae at programme and pro*ect "ee"stakeho"der !oards #ith senior users /departmenta" !usinesssponsors present?

6.=


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7.=

-oes each pro*ect hae resource "ee""ed resource pro*ectp"ans?

7.6

What resource constraints app"y to the programme? Assessimpact no- an! going for-ar!. "hat can be !one to improve thesituation%

7.7

What is the degree of cross pro*ect resource dependency?Assess ris' of pro4ect /programme slippages. Is the resourcing un!er orover optimise!.


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8.11

Bead a""


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9.8

&re these tech design mode"s of su8cient detai" to producedee"oper "ee" 0ech Specs that can form the !asis of de)na!"eand targeta!"e #ork package de"iera!"es? $hese are importantfor planning progress monitoring an! >A relate! activities. "ithoOshore !evelopment teams+ this is even more important as it is often!iMcult for GA)s an! $ech Architects to eplain ambiguities in !esignover the telephone. Clarity is important.

9.9

3s the 0ech Be5uirements documentation of su8cient detai" and5ua"ity to make the system maintaina!"e once re"eased?

9.:

3s the 0ech documentation of su8cient detai" to a""o# eDectieand 5ua"ity to make the system maintaina!"e once re"eased?

F 0esting

:.1

-oes the programme hae an agreed test strategy? $his shoul!have the all important acceptance criteria for pro4ects an! the metho!sto be use! for testing systems an! the ho- LA$ -ill be con!ucte! onpro4ects.

:.23s unit testing carried out !y dee"opers? Ho#? When?

:.5&re the !usiness re5uirements gathered of su8cient c"arity toa""o# the dee"opment of test scripts?

:.=

Has the system !een test scripted for a"" key Go#s through thesystem?

:.6

&re the test scripts of su8cient 5ua"ity to a""o# oDshoreregressions testing if necessary?

:.7

Hae these test scripts !een signed oD !y the c"ient as !eing )tfor purpose in terms of the origina""y agreed test strategy andassociated acceptance criteria?

:.8

What automated test too"s are !eing used? What are the testresu"ts?

:.9 &ny !ug reporting too"s !eing used$ i$e test director

:.:

What continuous !ui"d testing is !eing carried out? What arethe test resu"ts so far?

:.1;

Has a "oad test p"an !een prepared for re"eant high "oadapp"ications? &ny test resu"ts so far?

:.11

&ssess a"" &0 p"ans and #hat scripts #i"" !e used for &0? $ryto ma'e sure the scripts are the ones use! for 0nal inFhouse systemtesting.

:.12

Has suita!"e test team !een recruited? Can they be use! to test allprogramme !eliverables from an eFtoFe perspective%

NOTES RICHARD C. S ALCEDO

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Documents

Program Handover Checklist